Impact Studies, Leadership Behavior Model Of Employee Creativity

Employee creativity is a vital foundation for enterprises to gain competitive advantage and to capture competitive opportunities, and one key contextual factor that influences employee creativity is leadership. However, people know little about which kind of leadership generates employee creativity. Moreover, the mechanism through which leadership exercises its influence is still a "black box" and is seldom known. Therefore, the study of how different kinds of leadership influence employee creativity as well as the inherent mechanism is a theoretical and practical problem that needs to be solved urgently.Focusing on the above issues, this study selects employee perceived psychological safety as a mediator variable, studies employees in enterprises, analyzes how transformational leadership, transactional leadership and passive laissez-faire leadership influence employee creativity and psychological safety in the Chinese context, and whether these three leadership styles influence employee creativity directly or indirectly through the mediating force of psychological safety.Along the logical path of "leadershipâ†'psychological safetyâ†'employee creativity", first this study reviews the previous theoretical developments, and raises a series of research hypotheses and a theoretical model, then uses questionnaire survey to collect data. SPSS16.0 and Amos4.0 are utilized to analyze the valid data by confirmatory factor analysis and exploratory factor analysis, and the model is revised in accordance with the outcomes of the exploratory factor analysis. Finally SEM (structural equation modeling) is adopted to conduct empirical analyses of the hypotheses and theoretical model. The best fit model has been selected, relevant hypotheses tested, and some valuable research findings obtained.The main conclusions reached by this study are as follows:(1) Through the exploratory factor analysis, it is found that in the Chinese cultural background, employee psychological safety is two dimensional that contains interpersonal psychological safety and working psychological safety; while in the West, psychological safety is one dimensional.(2) Interpersonal psychological safety has no significant impact on employee creativity while working psychological safety has significant positive impact on employee creativity.(3) Transformational leadership and transactional leadership influence employee creativity through the full mediation of working psychological safety. (4) In China's current stage of economic and social development, transformational leadership outperforms transactional leadership in enhancing employee creativity.